Input/Output/Technique Process

Output of the Develop Project Charter

Project Charter Process

Stakeholder Register Output of the Identify Stakeholders Process

Technique used in the Identify Stakeholders

Stakeholder Analysis – Technique Process

Output of the Collect Requirements Process

Requirements Tractability Matrix .

Requirements Management Plan Output of Plan Scope Management Process

Technique used in Manage Project

Information management – Technique Knowledge Process .

Technique used in Manage Project

Knowledge Management – Technique Knowledge Process .

Lessons Learned Register Output of the Manage knowledge Process .

Product Analysis – Technique Technique used in Define Scope Process

Project Scope Statement Output of the defined scope process

Work Breakdown Structure Output of the Create WBS Process .

Scope Baseline Output of Create WBS Process

Decomposition – Technique Technique used in Create WBS Process.

Technique used in Define Activities

Rolling Wave planning – Technique Process .

Milestones Output of the Define Activities process.

Schedule network Diagram Output of the Sequence Activities Process.

Precedence diagraming method (PDM)- Technique of the Sequence Activities

Technique Process .

Technique of the Sequence Activities /

Lead – Technique Develop Schedule Processes .
Technique of the Sequence Activities /
Lag – Technique Develop Schedule Processes .

Technique Used in Estimate Activity

One-Point Estimating Durations / Costs Process.

Technique Used in Estimate Activity

Analogous Estimating (Top-Down ) Durations / Costs Process.

Technique Used in Estimate Activity

Parametric Estimating Durations / Costs Process.
 Technique Used in Estimate Activity
Three-Point Estimating Durations / Costs Process.

Technique used in Develop Schedule

Critical Path Method ( CPP) Process

Technique used in Develop Schedule

Critical Chain method (CCM) Process

Technique used in Develop Schedule

Schedule Compression Process

Technique Used in Develop Schedule /

Monte Carlo Analysis Quantitative Risk Analysis Processes.

Technique Used in Develop Schedule

Resource Optimization Process.

Schedule Baseline Output of the Develop Schedule Process.

Project Schedule Output of the Develop Schedule Process.

 Technique Used in Estimate Activity Costs /
Cost of quality Plan quality management processes .

Technique Used in Determine Budget

Cost aggregation process.

Technique Used in Determine Budget

Funding limit reconciliation process.

Cost Baseline Output of the determine budget process.

Technique used in Plan Quality

Cost Benefit Analysis Management Process

Cause and effect Diagram ( Fishbone , Technique used in Plan Quality

Ishekawa ) Management /Identify Risks Processes

Technique used in Plan Quality

Flow Chart ( Process Map ) Management / Identify Risks Process

Technique used in Plan Quality

Check sheet ( Tally sheet) Management Process

Technique used in Plan Quality

Pareto Diagram ( Pareto Chart ) Management Process
 Technique used in Plan Quality
Histogram Management Process

Technique used in Plan Quality

Scatter Diagram ( Correlation Chart ) Management Process

Technique used in Plan Quality

Control Chart Management Process

Technique used in Plan Quality

Design of experiment (DOE) Management Process

Technique used in Plan Quality

Statistical Sampling Management Process

Output of the Plan Quality Management

Quality Metrics Process

Output of the Plan Quality Management

Quality Checklist Process

Output of the Plan Quality Management

Process Improvement Plan Process
Output of Estimate Activity Resources
Resource Breakdown Structure (RBS) Process.

Tool used in Plan Resources Management

Organization Structures Process
 Tool used in Plan Communication
Communication Model Management Process

Tool used in Plan Communication

Communication methods Management Process

Tool used in Plan Communication

Communication Models Management Process

Influence Diagram Technique used in Identify Risks Process

Assumptions analysis Technique used in Identify Risks Process

Checklist Analysis Technique used in Identify Risks Process

SWOT Analysis Technique used in Identify Risks Process

Documentation Reviews Tool used in Identify Risks Process

Risk Register Output of the Identify Risks Process

Tool used in the perform Qualitative risk

Risk Data Quality Assessment analysis process .

Tool used in the perform Qualitative risk

Risk Urgency Assessment analysis process .

Tool used in the perform Qualitative risk

Risk Categorization analysis process.
 Tool used in the perform Quantitative risk
Sensitivity analysis analysis process.

Technique used in the perform Quantitative

Decision Tree Analysis risk analysis process.

Tool Used in Plan Procurement

Make/ Buy Analysis management

Stakeholder Engagement assessment Output of the Plan Stakeholder engagement

matrix process

Technique used in Direct and manage

Work Authorization System (WAS) project work process

Technique Used in Manage Quality &

Affinity Diagram Collect Requirements Processes

Process Decision Program charts (PDPC) Technique Used in Manage Quality Process

Interrelationship Diagrams Technique Used in Manage Quality Process

Matrix Diagrams Technique Used in Manage Quality Process

Prioritization Diagrams Technique Used in Manage Quality Process

Quality Audit Technique Used in Manage Quality Process

Process analysis Technique Used in Manage Quality Process

 Tool used in manage Communications
Performance Reporting process

Project management information system – Tool used in manage Communications

PMIS process

Output of the manage Communications

Project Communications process

Output of the manage stakeholder

Issue log ( Action item log ) engagement process .

Pre assignment Tool of Acquire resources process

Tools used in Acquire resources & Conduct

Negotiations procurements processes

Multi Criteria Decision analysis Tool of Acquire team process

Project team Assignments Output of Acquire team process

Resources Calendar Output of Acquire team process

Physical Resources Assignments Output of Acquire Resources process

Ground rules Technique of Develop team process

Colocation (Tight Matrix) Technique of Develop team process

Team Performance assessments Output of Develop team process

Team Building Activities Technique of Develop team process

Observation and conversation Technique of Manage team process

Project Performance Appraisals Technique of Manage team process

Conflict Management Technique of Manage team process

Bidder Conferences Tool of Conduct Procurements process .

Prequalified Seller List Tool of Conduct Procurements process .

Independent estimates Tool of Conduct Procurements process .

Presentations Tool of Conduct Procurements process .

Validated Changes Input to Monitor and Control Project Work .

Output of the Monitor and Control Project

work and most of the M&C Process group
Change Requests processes.

Variance Analysis Tool of Control Scope Process .

Earned Value management Tool of Control Costs Process

Workarounds Tool of Monitor Risks Process

Risk Audits Tool of Monitor Risks Process

Reserve Analysis Tool of Monitor Risks Process

Risk Reassessment Tool of Monitor Risks Process

Risk Reviews Tool of Monitor Risks Process

Records Management system Tool of Control Procurements Process

Claims administration Tool of Control Procurements Process

Procurement performance reviews Tool of Control Procurements Process

Contract change control system Tool of Control Procurements Process

Final Report Output of Close Project/Phase process

Definition
A Project documented created in the
initiating process group to Formally
authorize Project existence, Assign the
Project manager and authorize him to apply
organizational resources, Links the project
to ongoing work of the organization and
mention Project high level requirements,
risks and constraints.
A Register which document all information
about stakeholders, Name, Title, Contact
details, Role in the project, requirements ,
impact, influence and more details
depending on the organizational standard
form of the stakeholder register
Technique used to analyze each
stakeholder potential impact or influence to
manage effectively throughout project life.
A Matrix which tracks requirements from
origin to deliverables , it links each
requirement to the objective , requirement
attributes should be documented and to
include source, status , identification … all
necessary details .

Subsidiary plan which describes the method

you intend to use to identify requirements.
Used to create and connect people to
information, they are effective for sharing
simple , codified explicit knowledge .
It connect people to work together so that
they can discover new knowledge. Share
tacit knowledge and integrate the knowledge
of various team members.
Document created as an output of the
manage project knowledge process early in
the project , used as an input and updated
as an output through many project
management processes .
A technique which analyze project
objectives and product description stated by
the customer to turn them into deliverables,
it make sure product and project scope is
well understood .
A document within the Scope Baseline
which contains : Product Scope , Project
Scope , Deliverables , Acceptance
criteria ,What is not part of the project
And Detailed assumptions and constraints
( High level ones are created in initiating )

Part of the Scope Baseline, a graphical

picture of the hierarchy of the project.
Which Identifies all the deliverables to be
completed?
One of the three performance baselines
within the Project management plan , it
contains Scope statement of work, WBS
and WBS dictionary
A technique which divides deliverables into
smaller peace’s called work packages,
decomposition happens in Top-Down
approach or bottom-up approach
It is the major tool here in addition to the
decomposition , it is used when the project
contains a lot of unknowns , it is about
planning at a higher level and then wait until
the project work has begun and the work is
clearer to plan lower levels , it is called “
progressive elaboration “ also .

Significant events within project schedule,

they have no durations, project milestones
may be mentioned in project charter, they
can be used as check points to help control
the project.

It shows just dependencies, if duration

estimates of the activities are added it can
also show the critical path.

It’s a method to draw the network diagram,

were nodes or boxes represent activities
while arrows show dependencies.
It’s used to indicate that an activity can start
before it is predecessor activity is
completed.
It is the waiting time inserted between
activities.

The estimator submits one estimate per

activity, it can be based on expert judgment
or historical information or it could be just a
guess, It is not used frequently and has a lot
of negative effects such as; it forces
padding, it can result in schedule that
nobody believes in.

It uses expert judgment and historical

information to predict the future , it can be
done at the project level and can be applied
on activity level. The level of accuracy
depends on how closely the project or
activity matches the past history, it is mainly
used when the project is chartered.

Looks at relationship between variables on

an activity to calculate time or cost
estimates , the data can come from
historical records from previous projects ,
industry requirements , standard metrics , it
comes like time per code , time per linear
meter , time per installation
In this method estimators give an optimistic
(O), pessimistic (P), and most likely (M)
estimate for each activity. It allows more
consideration and uncertainty of estimating ,
three point estimating calculate a risk based
expected duration estimate by taking either
a simple average or a weighted average of
three estimates
Determining the longest path through the
network diagram , the earliest and latest an
activity can start and the earliest and latest
an activity can be completed .
This method uses a network diagram and
critical path to develop a schedule by
assigning each activity to occur as late as
possible to still meet the end date , you add
resource dependencies to the schedule ,
and then calculate the critical chain , starting
at the end date , you build buffers for
resource limitations and risks into the chain
at critical milestones.

The objective is to compress the schedule

without changing the scope , usually used
when the project have negative float , you
can use schedule compression in two ways :
Fast Tracking and Crashing,

Uses a computer software to simulate

project outcome , simulation can tell you the
probability of completing a project on
specific day or for a specific cost , it can
give you the project overall risk, It is very
useful in dealing with path convergence .
It includes resource leveling and resource
smoothing , Resource Leveling, used to
produce a resource-limited schedule ,
leveling lengthens the schedule and
increases cost in order to deal with a limited
amount of resources, resources availability
and other resource constraints , Resource
Smoothing, a modified form or resource
leveling where resources are leveled only
within the limits of the float of their activities
so the completion dates activities are not
delayed.

Version of a schedule model used to

manage the project and that the project
team’s performance is measured against,
the difference between the schedule
baseline and the end date is called project
float.

It is the result of all planning processes in

schedule management, it will be iterated in
response to risk management and other
parts of management until an acceptable
and realistic schedule can be agreed upon .
The cost of work added to the project to
accommodate quality efforts.

To create budget, activity costs are rolled up

to work packages cost , work package costs
are then rolled up to control accounts costs
and finally to project costs , this process
called cost aggregation .

Now once you project budget is clear, it is

the time to check the cash flow, funding,
may be not available causing changes to
other parts of the project. Then
reconciliation with any cost constraints in the
charter, if the project estimates exceeds the
constraints the project manager has to meet
with management to decrease costs.

It’s the cost performance baseline of the

project were the project actual costs will be
measured against, It contains the project
costs estimates with the Contingency
reserves .
Used to weight the benefits versus the costs
of quality efforts to determine the
appropriate quality level.
It looks backward at what may have
contributed to quality problems on the
projects , the diagram shows the defect with
potential and sub causes , mainly used in
defect analysis , Identify risks and quality
requirements identification.

It shows how a process or system flows

from beginning to end , how elements
interrelate , alternative paths , used mainly
to determine cost of quality ,help
communicate the process to the team and
watch a process how it flows to define
potential quality issues.

Mainly gathers data , used to track of data

such quality problems , its primary purpose
to gather data .

Bar chart that arranges the results from

most frequent to least frequent to help
identify which root causes are resulting in
the most problems, useful to identify
potential problems using historical
information , focuses attention on the most
critical issues and separates the critical few
from the uncritical many.
Displays data in the form of bars or columns
in no particular order , useful to determine
the most pressing problem.

It Tracks two variables to determine their

relationships , can be used for estimation
and forecasting.

Determines if the process is stable using

statistical sampling , it contains upper and
lower control limits ( Inputs from
organization ) , Specifications limits which
are input by customer so that they should be
within the limit of control limits to ensure
customer satisfaction , The process is
considered out of control if a data point falls
outside the control limits or if they is a
nonrandom data points such as rule of
seven .

It determines statistically what variables will

improve quality , it is fast and accurate
technique ,

Taking a sample to do measurements , the

size of the sample and frequency of
measurements are determined as part of
plan quality and actual sampling is done in
control quality .

It should be stated by the project manager

about the areas on the project that are
important to measure and decide what
measurements are acceptable.

It is a list of items to inspect , a list of steps

to be performed or a picture of the item to
be inspected With spaces to notes of
defects if any .

It helps save time by analyzing processes to

find ways to increase efficiency and prevent
problems.
Hierarchy image that organizes the planned
resources by their category and type.
All efforts the project team might expend
should be determined in advance , there is
different ways to record and communicate
roles and responsibilities :
Responsibility Assignment Matrix (RAM),
RACI Chart , Organizational Breakdown
Structure and Position Descriptions .
Basic model includes 3 parts, Sender,
message and receiver, it is encoded by the
sender and decoded by receiver, Factors
which affect the way receiver decodes a
message is noise such as environment,
experience, language and culture.

It includes Interactive Communication, Push

Communication and Pull Communication.
They can represent the communication
process in its most basic linear form
( Sender & Receiver ), in a more interactive
form that encompasses the additional
element of feedback ( Sender, Receiver ,
and feedback ) , or in a more complex
model that incorporates the human
elements of the Sender or Receiver and
attempts to show the complexity of any
communication that involves people
Graphical representations of situations
showing casual influences , time ordering of
events and other relationships among
variables and outcomes.

Analyzing assumption which have been

made and whether they still valid
Checklists are used to help identify specific
risks within each category.

Looks at the project strengths, weaknesses

and so on opportunities and threats
What is and out from project documents,
project charter, contracts, and planning
documentation can help identify risks,
lessons learned can help identify uncovered
risk.

Part of the Project documents , it’s the

primary output of the Identify risks process
and it includes identified risks on the
project , it’s updated throughout the project
life in all risk management processes .
In this technique you will check how much
do risk information are accurate , the
following should be determined in this tool :
Extent of the understanding of the risk ,
Data available about risk. , Quality of data
and reliability and integrity of data.

Urgent risks may move right into plan risk

responses while the remaining may move to
quantitative risk analysis process.

Risks should be grouped by causes to know

which part of the project have the most risk
associated.
Used to analyze and compare potential
impacts of identified risks , results on
tornado diagram while risks are represented
in horizontal bars , the longest and
uppermost bar represents the greatest risk.

Technique that takes into account future

events in making decisions today , used to
calculate the expected monetary value in
more complex situations and involves
mutual exclusivity .

Making a decision about whether to do the

project work themselves or outsource some
or all of the work .

A Chart which shows the current & Desired

levels of a stakeholder engagement ( C:
Current Level , D: Desired Level )
Defines approval levels needed to issue
work authorization , it helps preventing
scope creep as formal approval must be
available before work begins , it is a part of
the Enterprise environmental Factors .

Used to organize thoughts, group the results

of root cause analysis.

Defines a goal then mention the steps

required to achieve this goal.

Map the relationships between different

issues.

Visual representation between 2 or more

sets of items.

Useful for decision analysis about process

improvement and quality management plan
components that may need to change, you
prioritize both issues and solutions.

It’s done by Quality assurance department

or the project manager if there is no QA
Department in order to verify quality of
processes, to seek improvement, identify
best practices, and reduce overall cost of
quality.

Mainly used when there’s multiple

installations, lessons learned from first
installations should help.
It is big part of managing communications
as it should be collected and communicated
to the right stakeholders in the level of detail
required , there are different types of
performance reports , Status Reports ,
Describes where project currently
stands ,Progress Reports, Describes what
has been accomplished , Trend Report,
Examine project results overtime to see if
performance is improving. , Forecasting
Report , Predicts future project status ,
Variance Report , Compares actual results
to baselines , Earned Value report ,
Integrates Scope , cost and schedule
measures to assess project performance ,
Lessons learned documentation , reports on
performance are used as lessons learned
for future projects.

it can ensure that stakeholders can easily

retrieve the information they need in a timely
way , such tools used for Managing project
information includes : Electronic project
management tools , Electronic
Communications management and Social
media management

Includes performance reporting , deliverable

status , schedule progress , presentations
and other information required by
stakeholders .

Project document used to identify issues

and track any concerns or conflicts

Project manager should deal with team

members assigned in advanced as part of
project team.

Frequently used in gaining resources from

within your organization or in procurement
situations , also used when conducting
project procurements

Used in this process to select project team

members based on a number of factors:
Availability, cost, experience, knowledge,
ability, attitude
Documentation of the team assignments
records the team members and their roles
and responsibilities for the project .
It identifies the working days , shifts , start
and end of normal business hours ,
weekends and public holidays and when
each specific resource is available .
Documentation of the physical resources
assignments records the materials ,
equipment , supplies , locations and other
physical resources .
Setting ground rules help eliminates
conflicts or problems and it’s very important
when managing virtual teams, mainly used
to decrease bad behavior.

The project may have “War Room” , Central

location for project coordination, it improves
communications , decrease impact of
conflict.

Project manager should complete formal

and informal team performance
assessments as part of team development.

WBS creation is a strong team building tool.

Trust is gained or lost from the first minute
you meet a team member, it is affected by
project manager repetition, team building
activities may include outside work trips,
birthday celebrations & milestone parties.

Project manager should watch what is

happening and specifically talk to people to
understand how things are going .
Evaluations of employees done who
supervise them, it also can be done with the
“360 Degree” Method which includes inputs
from coworkers, subordinates and
supervisors.
Conflict management can be applied by
conflict Resolution techniques :
Collaborating ( Problem Solving ) , Parties
discuss differences and try to incorporate ,
leads to a win-win situation , Compromising
( Reconciling ) , Involves finding solutions
that bring some degree of satisfaction of
both parties , leads to lose-lose
situation ,Withdrawal ( Avoidance ) , parties
postpone a decision on a problem , leads to
lose-leave situation , Smoothing
( Accommodating ) , emphasizes agreement
rather than differenced in opinions , leads to
lose-yield situation , Forcing ( Directing
( Involves pushing one viewpoint at the
expense of another , leads to win-lose
situation.

Mainly this tool is used to maintain integrity

of the procurement process , it is a meeting
where all sellers participating in the
procurement will be invited and contains
questions and answers session .
list contains all qualified sellers for this
service created in earlier project,
procurement documents may be sent to this
list only.

An estimate performed In house comparing

prices with estimates made in house.

Usually used with Cost reimbursable

contract type , it is a formal meeting
between buyer and seller teams in order to
give a chance for the seller to present their
proposal .

Actions taken as a result of the approved

change requests are validated against the
original change requests to ensure correct
implementation.

Change requests includes 3 types :

Corrective Action: An action taken to bring
expected future project performance in line
with the project management plan ,
Preventive Action: An action taken to deal
with possible deviations from the
performance measurement baselines and
other metrics and Defect Repair: An action
requested when a component of the project
doesn’t meet specifications.

A method to compare planned and actual

work an determine the actions .

Earned value is used in performance

reviews to measure project performance
against the scope , schedule and cost , the
benefit of using earned value management
is that it integrates cost,time and work done
( Scope ) and can be used to forecast future
performance and project completion dates
and costs.

Unplanned response developed to deal with

occurrence of unanticipated events or
problems on a project , spending a lot of
time on workarounds is a sign of improper
risk management performed.

Performed by experts outside the project

team for the whole risk management
process, usually done by 3rd party , Takes a
look at what the project team has done for
risk management and whether it has worked
, It looks backward in time to what has
occurred .
An analytical technique to determine the
essential features and relationships of
components in the project management plan
to establish a reserve for the schedule
duration , budget , estimate cost or funds for
the project .
– Tracking the state of reserve through
the project execution will provide summary
information as to the evolution of the status
of the corresponding risks .

The primary objective is to ensure that the

full risk management cycle is repeated as
required to ensure effective control.
– It involves identifying risks , Qualitative
risk analysis , Quantitative analysis ( If
needed ) and risk response planning .

A way to monitor risks and manage changes

, It looks forward in time to what should
happen for risk , It can be used for
identifying new risks and make sure
everyone understands the contingency and
fallback plans .

Every email , every payment, and every

written and verbal communication must be
recorded , kept and stored. , in big projects
one person or more maybe assigned for
recording only.

Claim is an assertion that the buyer did

something that has hurt the seller and the
seller is asking for compensation , this
technique deals with changes and disputes ,
disputes are the best to be settled through
negotiations.

Buyers project manager analysis all

available date to verify that the seller is
performing as they should., the purpose of
this technique is to determine if changes are
needed .

This system includes change procedures,

forms , dispute resolution processes and
tracking systems .

Document which provides summary of

project performance such as scope ,
quality , cost and risk objectives .